What follows is a gradation or scale which gradually moves future decision-making power from total power for one person, to a solution of total power in the hands of the other negotiating party. A negotiator or mediator who has ready access to such a gradation or range adds normalcy, structure, visibility and predictability to the negotiation. As with a "numbers" negotiation (dollars, acres, steak knives), each party can prepare on a confidential chart its preferred starting solutions about future power, what moves to make and how quickly to make them, and where resistance will probably occur based on current "facts" and emotions. Moreover, guesses can be made about the same concepts for the other negotiating parties, who may be moving from somewhere near to the opposite end of the range. Of course, a "loss" of decision-making power "down" the gradation scale will often be, and can be reframed as, a potential "gain." For example, negotiating some degree of power sharing with another may: 1. Placate a disruptive dissident and tribal supporters. 2. Add new expertise for future decisions. 3. Test abilities of and educate potential future leaders. 4. Enable blame shifting for future decisions. 5. Create an obligation to return favors later. 6. Distribute exhausting workloads. 7. Create mutually shared "agreement" language. 8. Encourage commitment to an organization.
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